Advanced project management: a structured approach
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Aldershot
Gower
1992
|
| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XVI, 308 S. graph. Darst. |
| ISBN: | 0566091003 |
Staff View
MARC
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| 245 | 1 | 0 | |a Advanced project management |b a structured approach |c F. L. Harrison |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Aldershot |b Gower |c 1992 | |
| 300 | |a XVI, 308 S. |b graph. Darst. | ||
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| 650 | 7 | |a Gestion de projets |2 ram | |
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| 650 | 7 | |a PROJECT MANAGEMENT |2 unbist | |
| 650 | 7 | |a Projectmanagement |2 gtt | |
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Record in the Search Index
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|---|---|
| adam_text | List of figures xii
List of tables xiv
Introduction xv
PART ONE
1 Introduction to Project Management 3
Reasons for the widespread adoption of project management 3
Many of an organization s activities can be regarded as projects 4
More demanding market conditions 4
An accelerating rate of change 5
The problems of integration 5
Reasons for the success or failure of projects 6
US experience 7
UK experience 7
The definition of project 9
The project manager 12
Project management 13
An advanced, specialized branch of management 13
^~Org^iizatioi^»tructure 15
. J?lajinlnjpand(eonfrol 17
Human relationsTrTthe project setting 19
Project culture 20
s Integrated and structured project management 22
Notes 24
2 Introduction to die Proje^Or^anizatiof ^ 25
The importance of the project organization structure 25
v
The basic elements of the design of the organization structure
The basic building blocks of the organization structure
Basic managerial groups
Group structure
Larger groups
Organization superstructure
Functionalization
Functional orientation
Problems related to the different cultures formed
Integration
Key integrating superiors
Management systems
Mutual adjustment
Coordination committees
Liaison positions
Task forces, working groups, special teams or project groups
Matrix organization
Summing up
Notes
3 The Basic Forms of Project Organization Structure
External and internal project organization
The project team form of organization
The matrix form of project organization
Forms of the matrix organization
Functional matrix
Balanced matrix
Project matrix
Contract matrix and the global project organization
Hybrid project organization
Modular and network structures
Advantages of the matrix concept
Problems with the matrix organization
Confrontation
The project manager s authority gap
Dual subordination
Complex, ambiguous and uncertain structures
The contractor/consignee principle
The matrix of responsibilities
Notes
4 Organizing the Larger Project
The importance of the internal project organization structure
26 Small project organization 64
28 Medium sized project organization 65
30 The larger project internal organization 66
30 Matrix organization 68
33 Divisional/dedicated project team organization 70
35 Small unit organization the federal organization 70
35 Centralization versus decentralization 70
37 Centrally controlled project organization 73
37 The federal organization 74
38 Experience on larger projects 75
39 Developments in project systems 75
39 Organization theory and the federal organization 75
40 Delegation of accountability and responsibility 77
40 The project organization and the project life cycle 79
41 Management contracting 81
41 Dual management of projects 82
41 Tri partite management of projects 84
42 Contract procurement method 85
42 Conclusion 88
The larger project 90
43 Organization design 91
Notes 92
43
44
45 PART TWO
48 r— ~^^
48 S An Introduction to ProjectvPlanning and Control ; 95
49 ^ 49 Functions of project planning and control 96
51 The difficulties of project planning and control 100
52 Uniqueness of the individual project 100
53 Difficulties due to human factors 100
53 The complexity and dimensionality of projects 102
54 Uncertainty and change 103
55 Control 104
55 Techniques, methodology and systems 104
57 Introduction to the methodology of project planning and control 105
58 Established methodologies 106
59 Modern planning and control methodologies 110
60 Total integration 110
62 Integration of cost, resources and schedule 110
Integration of planning and control 111
53: Integration of organization with project control 112
I Integration of the project management information systems 113
63 Total integration with the human system 114
Notes U*
6 The Structured Approach to Project Planning and Control 117
The functions of structuring 118
Structuring in the organization of a project 118
Structure and the design of the project management systems 119
Structure and man management 120
Summary 121
The methodology of structuring 122
The work breakdown structure (WBS) 123
The use of the WBS in a single dimension approach 129
North Sea projects 130
PRINCE 130
The classical two dimensional approach to project structuring 131
Organization breakdown structure (OBS) 131
Cost accounts 134
Work packages 137
The coding system 137
WBS dictionary/CRT catalogue 141
The cost breakdown structure (CBS) 142
Note 145
7 The Modern Approach to Project Control 146
Hierarchical multi level planning and control 146
Level 1 plan 147
Level 2 plan 150
Level 3 plans 150
Level 4 plans 151
The use of job cards 151
Rolling wave planning 151
Project control methodologies and hierarchical planning 154
North Sea project 154
A large US project management contractor 155
PRINCE 156
Hierarchical multi level planning in a structured project (C.Spec.) 157
Planning the very large project 162
Individual project plans 163
Multi project planning and control 164
Multiple projects in the minor project situation 166
Distributed, but integrated planning and control 167
Human factors 168
Encouraging individual accountability 169
Mode of planning and organization 169
Multi company large projects 169
Distributed, but integrated project control 169
Notes 172
8 Performance Analysis based on Earned Value Change Control 173
Variance analysis 173
Performance analysis based on earned value 174
C.Spec. performance analysis 176
Budgeted cost for work scheduled (BCWS) 179
Budgeted cost for work performed (BCWP) 179
Actual cost of work performed (ACWP) 181
Cost/performance analysis 184
Cost variance analysis 184
Schedule variance analysis 187
Performance indices 191
Forecasting the final cost 192
Reports 195
Data overload 195
Data analysis for information 195
Coding 196
Cost account report 196
Higher level report 196
Traceability 199
Control of changes to a project 201
Change control systems 203
Establishing a baseline 205
Identifying changes 206
Change control board meeting 208
Integration of the change control system with other project
systems 209
9 Project Management Information Systems (PMIS) 211
Primary and secondary information modules 212
Design of the project management information system (PMIS) 213
The PMIS and database management packages 214
Structure and coding 216
Design 217
Change control 218
Estimating 218
Materials management system 219
Cost management or budgeting 222
Quality control and assurance 222
Data acquisition 223
Analysis and reporting 224
Planning and scheduling 225
The firm s IT strategy 226
Support for the user s methodology of project control 227
Database interface 228
Other modules 229
Ease of use 232
Scheduling effectiveness 232
Notes 233
10 The Control Cycle Conclusion to Project Control 234
The modern planning and control cycle 234
Project definition 236
Change control system 237
Project estimate 238
Project planning 239
Control 240
Multiple control cycles 240
Conception phase 241
Definition stage 243
Design phase 244
Summary 244
Conclusion 244
Structured methodology of project control 245
Total integration 245
Structuring the project 246
Structured planning and control 246
Personal accountability and responsibility 247
Distributed, but integrated planning and control 247
Performance analysis 247
Control cycle 248
Integrated project management information systems 248
PART THREE
11 Human Behaviour in the Project Setting 251
The five critical areas 251
Leadership 252
Leadership style 254
Employee oriented approach 256
Task oriented approach 25
Power 251
Political power 261
Motivation 263
Participation 263
Expectancy theory and the reward system 266
Achievement, goal theory and target setting 266
Summary 267
Team development 268
The conflict/teamwork dimension 268
Team building 270
The role analysis approach 270
Stages of team development 271
Team building through organization development 272
Team building courses 273
Application to project work 274
Notes 275
12 Conflict in the Project Setting 276
The reality of the project environment 276
The consequences of conflict 277
Disagreement or conflict? 278
Organization structure and conflict 279
The size and shape of the organization structure 280
Problems due to weak, inadequate or uncertain power 280
Dual subordination 281
Functionalization 281
The people factor 282
Individual and group self interests 282
Incompatible objectives 283
Competition 284
People problems 285
Lack of interpersonal skills 287
Problem people 288
Ineptness in interpersonal skills 288
Insecurity and stress 289
Management style as a source of conflict 290
The managerial rogue 292
The management of conflict 295
Conclusion from conflict to teamwork 296
Organization structure 298
Planning and control 299
Notes 299
Index 301
FIGURES
1.1 Factors affecting the success or failure of projects 8
2.1 Functionally organized, hierarchical pyramid 29
2.2 The matrix organization 32
3.1 A company with a matrix organization 47
3.2 The project/rotated matrix 50
3.3 Matrix of responsibilities (with initials of those responsible) 61
4.1 Small project organization 65
4.2 Medium sized project organization 66
4.3 Functional organization of a large project 67
4.4 Matrix organization of a large project 69
4.5 Divisional organization of a large project 71
4.6 Federal organization of a large project 72
6.1 Partial (WBS) breakdown of a commercial project 124
6.2 Network for the simple example 125
6.3 Work breakdown structures for the simple example 126
6.4 WBS for ship system 127
6.5 Organization breakdown structures for the simple example 133
6.6 Cost accounts the integration of the WBS and the OBS 135
6.7 Coding the simple example 139
6.8 Cost breakdown structure (CBS) 143
6.9 The three dimensional WBS OBS CBS structure 145
7.1 A hierarchy of network plans 148
7.2 A hierarchy of bar charts 149
7.3 Typical job cards 152
7.4 Refurbishment job card system 153
7.5 Hierarchical planning based on the work breakdown structure 159
7.6 Hierarchical planning based on the organization breakdown
structure 161
xii I
7.7 Multi tiered WBS/OBS structures 171
8.1 S curve analysis 177
8.2 Period to period performance analysis 178
8.3 WBS and estimates for simple project 180
8.4 Project plan for simple example 181
8.5 Typical project S curve 182
8.6 S curve for Cost Account 3 185
8.7 Integration of cost and schedule 188
8.8 Cost account report 197
8.9 Hierarchy of reports 198
8.10 Traceability of reports 200
8.11 Change request form 207
8.12 Integration of changes into the control and information systems 210
9.1 Interactions between primary information modules 214
9.2 Database and the primary information modules 215
9.3 Equipment/materials milestone schedule 220
10.1 The modern control cycle 235
10.2 The multi stage project control cycle 242
11.1 The political manager s toolkit 262
11.2 The conflict/teamwork dimension 268
11.3 Characteristics of teamwork and conflict 269
12.1 Sources of conflict 280
TABLES
6.1 Levels of organization breakdown 132
8.1 Manual calculation of project budget for cost accounts 183
8.2 Calculation of budgeted cost of work performance
(BCWP for Period 3) 186
8.3 Cost and schedule variance 187
8.4 Performance report for Period 2 189
8.5 Performance report for Period 3 190
xiv
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T17:17:28Z |
| institution | BVB |
| isbn | 0566091003 |
| language | English |
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| physical | XVI, 308 S. graph. Darst. |
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| spelling | Harrison, Frederick L. Verfasser aut Advanced project management a structured approach F. L. Harrison 3. ed. Aldershot Gower 1992 XVI, 308 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Gestion de projets ram MANUALS unbist PROJECT IMPLEMENTATION unbist PROJECT MANAGEMENT unbist Projectmanagement gtt Projetos (administracao) larpcal Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005462387&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Harrison, Frederick L. Advanced project management a structured approach Gestion de projets ram MANUALS unbist PROJECT IMPLEMENTATION unbist PROJECT MANAGEMENT unbist Projectmanagement gtt Projetos (administracao) larpcal Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Advanced project management a structured approach |
| title_auth | Advanced project management a structured approach |
| title_exact_search | Advanced project management a structured approach |
| title_full | Advanced project management a structured approach F. L. Harrison |
| title_fullStr | Advanced project management a structured approach F. L. Harrison |
| title_full_unstemmed | Advanced project management a structured approach F. L. Harrison |
| title_short | Advanced project management |
| title_sort | advanced project management a structured approach |
| title_sub | a structured approach |
| topic | Gestion de projets ram MANUALS unbist PROJECT IMPLEMENTATION unbist PROJECT MANAGEMENT unbist Projectmanagement gtt Projetos (administracao) larpcal Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Gestion de projets MANUALS PROJECT IMPLEMENTATION PROJECT MANAGEMENT Projectmanagement Projetos (administracao) Project management Projektmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005462387&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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